Senior Product Manager at Precision Nutrition — NeverHard

Job DescriptionJob Description:\n\nSalary: Were not looking for someone to inherit a backlog. Were looking for someone to help turn PNs next product strategy into a real platform that coaches and clients use, value, and rely on.This is a rare opportunity to join at the moment where a clear strategic direction, deep customer understanding, and strong product vision are coming togetherbut the product experience itself still needs to be built, tested, refined, and brought to life. Precision Nutrition has spent two decades building one of the most trusted coaching methodologies in health, fitness, nutrition, and behavior change, educating and coaching nearly 350,000 coaches and consumers in 148 countries. Now were doing something new. Were evolving from a company known for world-class education and certification into a broader coaching ecosystemone where coaches can learn, get qualified, coach through a proven system, support clients more effectively, and build sustainable practices. The product vision is clear. The customer research has been done. The core opportunities, features, and requirements are largely defined. Now we need to pressure-test those ideas, make smart tradeoffs, determine what creates the most value first, and turn that strategic direction into a focused product roadmap and exceptional user experience. That is where you come in. This role leads the development of two deeply connected product areas: our new Premium Membership program for coaches, and our Coaching Software products, which coaches use to support clients more effectively. Youll report directly to the CEO and COO, and work closely with product, engineering, design, marketing, coaching, customer experience, sales, and AI leaders across the organization.You'll have wide latitude to decide how these products are built, but the strategic direction is clear, and the key product decisions will continue to be shaped in close partnership with and finalized by you and the CEO and/or COO. Your role is not to start from a blank page, but to bring exceptional product judgment to the decisions that turn strategy into reality: what we build first, what we simplify, what we leave out, how the experience works, and how we continuously improve based on customer learning. You will work closely with the CEO and COO to finalize key product decisions. What youll actually be doing This is not a traditional product management role where you collect stakeholder requests, write tickets, and manage a backlog. It is also not a pure discovery role where the main question is What should we build? Much of that work has already been done. The central question now is: how do we turn a strong product vision, customer research, requirements, and strategic direction into a coherent roadmap and a high-performing product experience? The answer will not come from one big product decision. It will come from hundreds of thoughtful decisions about sequencing, simplification, workflows, tradeoffs, and the details that determine whether people actually adopt and love the product. In practice, that means leading the conversation to address questions like: What should we build first, second, and third? What belongs in Premium Membership, what belongs in Coaching Software, and how should the two reinforce each other? What is the minimum product experience that creates meaningful value, not just a collection of features? How do we help coaches activate quickly and understand the value of membership? How do we help coaches use software to deliver better client outcomes? How do we create a product experience that becomes part of a coachs everyday workflow, rather than another tool they need to remember to use? Where does PNs methodology become software, and where should it stay human? How do we incorporate AI in ways that are useful, trustworthy, and aligned with PNs coaching methodology? How will we know whether the product is working? Youll work with an internal development team and cross-functional leaders to move from strategy to execution. That means bringing clarity to priorities, translating product requirements into buildable work, making tradeoffs, aligning stakeholders, and ensuring the product is coherent, useful, and commercially meaningful.Were a small, highly collaborative team. There are no layers between strategy and execution. You should be comfortable moving from a morning roadmap discussion to writing a product brief or clarifying a user story with developers in the afternoon. What youll own Product roadmap and prioritization Own the roadmap for the Premium Membership program and Coaching Software products. The vision, features, and requirements are mostly complete, but the roadmap still needs to be shaped, sequenced, pressure-tested, and translated into development priorities. Youll recommend what comes first, what comes later, what can be simplified, and what should not be built yet. The goal is not to ship everything. Its to ship the right things in the right sequence so the product becomes more valuable over time. Youre comfortable saying no to good ideas in service of building a more focused, coherent product. Product development and execution Turn product vision, customer research, and existing requirements into clear, development-ready work. Youll write and refine product briefs, requirements, user stories, acceptance criteria, roadmap rationale, release plans, and internal communication. Youll work closely with the internal development team to clarify scope, manage dependencies, resolve ambiguity, and keep development moving. You dont need to be an engineer, but you do need to know how to work well with engineers: giving clear context, defining problems carefully, avoiding unnecessary complexity, and making decisions when tradeoffs emerge. Youve likely worked in an environment where there was no product operations team, no team of analysts, and no one else to turn ideas into polished documentation. Youre comfortable doing the work yourself. Premium Membership Lead the product development of PNs new Premium Membership program for coaches. This membership is not simply a bundle of courses, content, tools, resources, and benefits. It needs to become an ongoing product experience that helps coaches learn, grow, stay connected to PN, access practical resources, and build a more successful coaching practice. The key question is not just What is included? Its What makes this valuable enough for coaches to use, renew, and recommend? The best memberships dont simply provide access. They create identity, progress, belonging, and an ongoing reason to return. Coaching Software Lead the product development of PNs Coaching Software product. This product is used by coaches to coach clients, which means you need to understand both sides of the experience. For coaches, the software needs to make coaching easier, more effective, more scalable, and more valuable. For clients, it needs to support daily implementation, clarity, accountability, progress, and behavior change. The product cannot simply organize coaching work. It needs to improve it. The challenge is not simply translating PN's methodology into a digital workflow. It's identifying where software can amplify a coach's ability to create meaningful changeand where the human relationship remains essential. Product performance Own product metrics such as activation, engagement, retention, feature adoption, coach usage, client usage, satisfaction, and product-led indicators of customer success. While this role is not responsible for marketing or sales execution, you should care deeply about how product adoption, customer success, retention, and long-term customer value contribute to a healthy recurring-revenue business.Your job is to build product experiences that create the behaviors and outcomes that support recurring revenue, retention, and long-term customer value. A successful product is not one that ships. Its one that people use, value, trust, and keep coming back to. Cross-functional clarity Help product, engineering, design, marketing, coaching, customer experience, sales, AI leaders, the CEO, and the COO stay aligned around the same product direction. That means creating clarity around what were building, why were building it, what were not building yet, what success looks like, and how each release supports the larger strategy. In a small organization, product clarity is organizational clarity. Who you are You can turn vision into roadmap Youre strongest after the strategy has become clear but before the product has fully come to life. You can take a product vision, existing research, feature concepts, and early requirements and turn them into a practical roadmap and development sequence. You know how to ask what matters most, what creates value fastest, what needs to be true before something can work, what can be simplified, whats a dependency, and whats a distraction. You dont need a blank page to feel creative. You create value by bringing structure, judgment, and momentum to work thats already in motion. You are comfortable operating in the messy middle: when the strategy is clear enough to move, but the path to execution still requires countless decisions, tradeoffs, and iterations. Youve likely built products in environments where ambiguity was normal and speed mattered. You understand product as a system, not a feature list You know that a strong product isnt just a roadmap full of useful ideas. You think beyond screens and features. You understand how great products create habits, workflows, relationships, and ongoing value over time. Its a system of promises, workflows, behaviors, feedback loops, incentives, and outcomes. You can look at a product and ask what the user is trying to accomplish, what the product makes easier, where the experience breaks down, and what would make someone come back. Youre comfortable thinking at both levels: the product vision and the individual workflow. Youre deeply curious about coaches, clients, and behavior change You dont need prior experience in health, wellness, fitness, performance, or longevity. But you do need genuine passion for the space. You are genuinely curious about health, human performance, behavior change, and the role of coaching in people's lives. You may have built products in these spaces or have a meaningful personal connection to them. PNs market rewards specificity and punishes generic product thinking. Coaches are not just users. Theyre practitioners, educators, entrepreneurs, service providers, and behavior change guides. Clients are not just end users. Theyre people trying to change habits, build confidence, improve health, manage setbacks, and turn intention into daily action. You need to be curious about both worlds. Youre an AI-fluent product operator This is not a soft requirement. Were a small, high-leverage team, and AI is how we move faster, learn faster, prototype faster, and punch above our weight. We want someone who uses AI daily and meaningfully in their product work, not someone who has merely experimented with it. In practice, that means using AI to synthesize research, draft requirements, pressure-test roadmap options, prototype workflows, analyze feedback, and improve internal communication. AI will also be part of the product itself. You wont be the only AI leader in the organization, but youll work closely with our AI leaders to turn AI capabilities into useful product value. You understand that the best AI experiences dont start with the question "Where can we add AI?" but "Where can AI make the product more useful, more personal, more effective, or more human?" You lead through influence, not hierarchy This role has no broad people-management accountability. You may work closely with a designer, and youll collaborate across many functions, but your authority will come from clarity, judgment, trust, and execution, not from a large team reporting to you. If your instinct is to empower rather than control, youll fit here. If you need formal authority to be effective, this will be a stretch. You can zoom in and zoom out You can think strategically and get your hands dirty. You can define roadmap priorities, write a ticket, review a design, analyze usage data, lead a product discussion, clarify acceptance criteria, draft internal documentation, and make hard tradeoffs with engineering. In a small team, theres no buffer between strategy and execution. You need to be comfortable doing both. Why this transition is genuinely hard We want to be honest about what youre walking into. Transitioning from a trusted education brand into a premium membership and coaching software platform is a meaningful shift. The opportunity is real, but so are the failure modes. The right person will recognize them and have a point of view on how to avoid them. The bundle trap The easiest mistake is to combine existing courses, tools, resources, software, community, and benefits, call it a membership, and expect coaches to understand the value. That wont be enough. A premium membership has to create an ongoing reason to belong. A software product has to create an ongoing reason to use it. A platform has to make the whole more valuable than the parts. Youll help make sure that shows up in the product itself, not just in the marketing. The roadmap trap When a product vision is exciting, everything can feel important. Thats dangerous. The roadmap cannot become a long list of good ideas. It needs to become a sequence of product bets that build on each other. Your job is to help PN avoid spreading energy across too many features, use cases, or assumptions at once. Focus will be one of your most important contributions. The workflow trap Coaches dont need another place to store information. They need help doing the work. The product has to fit into real coaching workflows: assessing clients, setting priorities, creating plans, following up, adapting when life happens, demonstrating progress, retaining clients, and growing a practice. If the product doesnt map to the coachs real day, it risks becoming something they admire but dont use. The education-to-implementation gap PN has earned trust through education, and thats a major asset. But education alone is not the same as implementation. Coaches need to turn knowledge into coaching systems, client actions, business habits, and measurable outcomes. Clients need to turn advice into daily behavior. The product has to help close that gap, which means designing for action, not just understanding. What were looking for REQUIRED Experience leading product development for a SaaS, membership, subscription, learning, marketplace, professional tools, prosumer, or workflow-based product Demonstrated ability to turn product vision, customer research, features, and requirements into a focused roadmap and development plan Experience working directly with internal engineering teams to ship product i